Workforce Diversity

The purpose of this article is to review spirituality at work literature and to explore how spirituality improves employees’ performances and organizational effectiveness. The article reviews about 140 articles on workplace spirituality to review their findings on how spirituality supports organizational performance. Three different perspectives are introduced on how spirituality benefits employees and supports organizational performance based on the extant literature: (a) Spirituality enhances employee well-being and quality of life; (b) Spirituality provides employees a sense of purpose and meaning at work; (c) Spirituality provides employees a sense of interconnectedness and community. The article introduces potential benefits and caveats of bringing spirituality into the workplace; providing recommendations and suggestions for practitioners to incorporate spirituality positively in organizations.

This paper addresses a key social–cultural aspect of sustainability in the Gulf region: Workforce localization (WL). Our research objective is to empirically explore organizational socialization (OS) practices in the context of WL in the United Arab Emirates (UAE), where National Citizens (NCs) are a powerful minority in the workforce. This research adopts a qualitative methodology, using semi-structured interviews with managers in charge of the WL program in 14 organizations in the UAE, across different industrial sectors and ownership. We found five major OS practices: Establishing thorough orientation programs, providing formal training programs (skills, diversity/cultural awareness, supervisor, mentoring and coaching team building), redesigning NCs’ jobs and work teams, engaging expatriates in NCs’ OS processes, and organizing networking events. All organizations rigorously evaluated the effectiveness of their OS practices. This study contributes to the empirical literature on m...

Employer-sponsored family-friendly events are designed to boost engagement and encourage retention by building family members’ identification with the organization. These events are usually targeted at employees with dependent children, but LinkedIn’s more inclusive “Bring in Your Parents” (BIYP) initiative aims to introduce employees’ parents to the daily work of their adult children. This study evaluates the impact of BIYP on the attitudes and behavioral intentions of participating employees and their parents. Repeated-measures surveys were conducted among participating employees and parents in six organizations in six countries (UK, Ireland, France, Brazil, Mexico, and Colombia). These were followed by in-person interviews with participating employees (UK), and phone interviews with HR managers (Brazil, Canada, France, Spain, UK, USA). Participation in BIYP increases employee engagement and parents’ instrumental and affective support for their children and for their children’s employers. Hosting BIYP is perceived to enhance corporate reputation among both internal and external stakeholders. BIYP serves the dual function of building employee engagement and creating new parental brand ambassadors for participating organizations. BIYP can be an effective tool for employers to engage members of staff not traditionally included in organizational family-friendly events and may be particularly useful for firms with a high proportion of younger workers in tech-savvy jobs. This evaluation of a new workplace initiative demonstrates measurable effects on important employee attitudes and behavioral intentions.

Two years ago, at Rice University, one of us (Bernardo) facilitated a session at a small conference attended primarily by organizational and social psychologists on prejudice and discrimination in organizations. The title of the session was "Dialogue for Envisioning the Inclusive Workplace," and the goal was to involve conference participants in describing the components of inclusion. After spending 2 days talking about discrimination, it was important to consider what might replace it. Participants were asked first to interview each other in pairs regarding their visions of inclusion and their hopes for organizations regarding the creation and fostering of inclusion, and then to extract key themes in small groups. Many excellent ideas were generated but what was most notable about the session was the great energy and emotion that emerged. This was an intense session; some people cried as they talked about the pain and frustration they experienced in their own careers as academics and their hopes for a better and more inclusive future. People need to feel and be included in their professional environments. What needs to happen to make this a reality?

Purpose-The purpose of this paper is to explore the impact of personalisation policy on the providers of social care services in England, mainly to older people, within the context of austerity and different conceptions of personalisation. Design/methodology/approach-The paper draws on part of a longitudinal study of the care workforce, which involved 188 interviews with managers and staff, undertaken in two rounds. Findings-Four themes were identified: changing understandings and awareness of personalisation; adapting services to fit new requirements; differences in contracting; and the impact on business viability. Research limitations/implications-The paper reflects a second look at the data focussing on a particular theme, which was not the focus of the research study. Furthermore, the data were gathered from self-selecting participants working in services in four contrasting areas, rather than a representative sample. Practical implications-The research raises questions about the impact of a commercial model of "personalised care", involving personal budgets (PBs) and spot contracts, on the stability of social care markets. Without a pluralistic, well-funded and vibrant social care market, it is hard to increase the consumer choice of services from a range of possible providers and, therefore, fulfil the government's purposes for personalisation, particularly in a context of falling revenues from local authorities. Originality/value-The research presents an analysis of interviews with care providers and care workers mainly working with older people. Their views on personalisation have not often been considered in contrast to the sizeable literature on PBs recipients and social workers.

The developed world's population is aging, due to trends of increased life expectancies and decreased fertility rates. These trends are predicted to increase demand on long-term care services. At the same time, the long-term care workforce is in shortage in most of the developed world. Moreover, such shortages are expected to increase due to parallel socio-demographic factors. The increase in demand for long-term care, coupled with shortage in supply of care workers, has promoted some attention from policymakers. The current paper provides an international review of institutional arrangements for long-term care in different developed countries and in particular explores different strategies used or proposed to resolve the shortage in the long-term care workforce.

Human resource is the most valuable asset for a company to operate and continue its business activities successfully. Even though a business organisation has other resources such as money, material and machines, its business operations cannot be continued without utilising its human resources efficiently and effectively. Hence, human resource management mainly concentrate on how to plan, organise, direct and monitor human resource of an organization effectively and efficiently by which goals and objectives of the company can be achieved. In general, employees of an organisation should work together to achieve a particular target. It can be seen that human resource is only resource that cannot be fully controlled by an organisation. Thus they have to be used very carefully to get benefits to the organisation while giving benefits to employees. To do so, they should have an efficient and effective communication system so as to coordinate their duties and responsibilities among each and every employee within the organisation. Because of the continuous changes that happen in external and internal business environment, behaviours of employees and technology used to communicate information among employees have been changing over the last years. These changes have created many advantages as well as communication barriers between employees of an organisation in a diversified environment.

This authoritative text sets UK and European practices of divesity and inclusion firmly within a global context.

Key features:

International and cross-cultural case studies, examples and comparisons from a range of countries including the emerging economies
Case study approach illuminates complex theories  by showing how they are applied in practice
Criticality is central to the book  with each chapter including critical analysis, critical questions and boxed critical insights and reflections
Companion website with free full text journal articles

Reviews:

The book edited by our colleagues, Jawad Syed and Mustafa Ozbilgin, is quite refreshing and gives some important critical reflections on the issue of diversity in our contemporary organizations and societies. It deserves to be read by all of us who are interested and deal with Diversity Issues. -- Jean-François Chanlat,  Full Professor and 'Management et diversité' co-chair, P.S.L Research, Université Paris-Dauphine


This book is an invaluable resource to help employers, managers and policy makers understand the challenges of moving forward in the diversity and inclusion space, and the ways in which to respond to different cultural contexts. It is a much needed piece of work which draws together various experiences and perspective on diversity and inclusion, to help really start thinking, reflecting and moving forward in a way that is not only socially responsible and ethical but also business-oriented. Combining academic work across various disciplines and cultures with numerous organisational examples, the book provides fresh insight to scholars and practitioners to understand this topic and be more confident, proactive and inclusive in their approach to diversity, rather than being constrained and limited to minimal legal compliance. -- Dianah Worman, OBE Chartered FCIPD, Diversity lead for the Chartered Institute of Personnel and Development

Understanding of the depth and complexity of diversity management has grown considerably over the last decade.  From a discourse which focused primarily on individualised rights and treatment, academic and professional thinking and writing has built on growing perspectives of workplace and societal cultures and hegemonies so as to inform discussion on addressing some of the more chronic, long-standing issues of under-representation and disadvantage.  It is increasingly understood that successful strategies to improve the breadth and depth of diversity in organisations requires pro-active and compelling thinking and understanding, not just a list of dos and don’ts!  The authors of this book have detailed and long-standing work and experience of these issues.  The book brings together a variety of approaches which will add important context to current issues and debate. -- David Ruebain, Chief Executive of Equality Challenge Unit

As medicine emerged as a humanist and scientific
discipline positioned to cure and eradicate disease, there were
great hopes that it could additionally transform race relations
because of the principles of universalism—particularly the notion
of value-free clinicians with good hearts and helping hands. Yet,
American medicine, like other White controlled institutions,
maintained a deliberate path of racial marginalization and gross
inequalities mainly ensconced in racial ideology over the Black
body. Centuries-old racist practices have consequences and
repercussions for its targets. As this paper demonstrates, looking at the experiences of African Americans, the effects of living with unrelenting racism(s) has produced significant physiological damage in the form of the stress response.

Businesses have started to recognize diversity in the workplace as a business strategy that maximizes productivity, creativity and loyalty of employees while meeting the needs of their clients or customers. In today's competitive scenario, an organization that puts people first -regardless of their race, religion, gender, age, cross-borders or physical disability has an advantage over the other players. Employees who mirror the customers to serve them in a better way may benefit an organization since they will feel as if they hold a common ground. It is said that more and more companies have to engage in cross-cultural communication than ever before as we look closer we realize that the world has become a global village where knowledge must be shared and ideas spread in today's multicultural world. But a team work with good understanding can be very helpful when teams are involved in problem solving or decision making tasks despite their cultural barriers By recognizing employee's uniqueness and appreciating their varied perspectives helps ensure an inclusive work environment where awareness of, and respect for, different cultures is promoted which should become an integral part of work diversity.

Dans cet ouvrage appuyé de nombreux interviews de personnalités du monde de l'entreprise, le leadership apparaît comme une force d’inspiration et d’entrainement du collectif à tous les niveaux de l’entreprise dans le but d’atteindre un objectif estimable et ambitieux. Le Génie du leadership s’adresse donc à tous les passionnés de la chose collective, désireux d’explorer les ressorts et les nouveaux défis de l’action managériale à l’ère de la mondialisation.

Work–life issues have important implications at both organizational and individual levels. This paper provides a critical review of the work–life literature from 1990
onwards through the lens of diversity, with a particular focus on disparities of power induced by methodological and conceptual framings of work and life. The review seeks
to answer the following questions: What are the gaps and omissions in the work–life research? How may they be overcome? To answer these questions, the review scrutinizes
blind spots in the treatment of life, diversity and power in work–life research in both positivist and critical scholarship. In order to transcend the blind spots in positivist
and critical work–life research, the review argues the case for an intersectional approach which captures the changing realities of family and workforce through the lens of diversity and intersectionality. The theoretical contribution is threefold: first, the review demonstrates that contemporary framing of life in the work–life literature should be expanded to cover aspects of life beyond domestic life. Second, the review explains why and how other strands of diversity than gender also manifest as salient causes of difference in experiences of the work–life interface. Third, the review reveals that social and historical context has more explanatory power in work–life dynamics than the micro-individual level of explanations. Work–life literature should capture the dynamism in these contexts. The paper also provides a set of useful recommendations to capture and operationalize methodological and theoretical changes required in the work–life literature.

This following paper is a sample career development plan for displaced employees of Air Canada, the national airline of Canada. The task is to provide recommendations for a career development plan to support 280 middle managers being made redundant through lay offs and an unknown number of senior employees being offered early retirement.

The paper will review the Air Canada workforce and explore workforce reduction options. Career development planning will include a workforce audit for each position, followed by career development options targeted at employees who are being laid off or departing under the early retirement scheme. The paper will conclude with a series of recommendations for the company based on the research and emerging practices in the field.

If you’re interested in some examples of stereotype, implicit bias, and how one strategy to reduce the negative effects of bias worked out, I encourage you to see the movie The Intern with Robert De Niro and Anne Hathaway. If you’re one of my Breaking Bias students, you’ll pick up on some of the biases we discussed right away. I don’t want to give the plot away so I will talk about the examples in generalities.

The aim of the Master’s thesis “Gender diversity management – benefits for enterprises” was to research the subject of diversity management with a particular interest in gender. It was described what is diversity management and what are its origins. It was reviewed what the benefits come from diversity management and what are the best practices in a few selected international companies based in Poland. The benefits were presented based on the literature and the latest research outcomes in the field of diversity management. Good practices were presented based on corporate social responsibility reports as well as on interviews with diversity and inclusion managers. In the thesis there were reviewed Polish, European and global standards and recommendations on diversity management.

There has been much literature explored on the concepts of culture and ethnicity in multicultural corporations, and some of it with individual regards to employee training, motivation or performance, very little studies have comprised all these factors together and simultaneously analyzed the interrelationship between them. Thus, the main objectives of this dissertation are to establish and describe how culture and ethnicity affect employee development, how they motivate or demotivate them, and finally, what the consequences on their performance are. An empirical qualitative approach of unstructured interviews and participant observation was used to access the correlation between all the above-mentioned concepts from the perspective of the ​crew of a multicultural corporation. The study further presents and analyses employee feedback and results, and proves that all these dimensions are significantly mutually dependent and closely related.

This chapter aims to provide a critical and evidence-based account of the discourses and practices of diversity management in the UK context. The chapter presents an analysis of qualitative and quantitative evidence from two field studies, which were conducted with the diversity managers of public and private sector organisations. The first part of the chapter provides a background to the development of the diversity management discourse and structures in the UK through a review the evolution of the UK equality legislation as well as the scholarly debates on equality and diversity. In the second part, organisational equality and diversity discourses and practices are explored. The exploration is informed by original empirical evidence, which include the individual accounts of 11 diversity managers from large public and private sector organisations in the UK collected through semi-structured interviews and quantitative data from an online survey which produced 285 completed questionnaires from diversity managers in the UK. The complex and contested nature of diversity management processes are unpacked by presenting compelling empirical evidence against simplistic, a-historical, a-contextual and apolitical notions of diversity management in the mainstream literature.

Over the last couple of years the realities of massive generational change have dawned on many business leaders. While the issues of an ageing population and a new attitude to work have literally been emerging for a generation, it has been a sudden awakening for many organisations. In fact dealing with these demographic changes and specifically recruiting, retaining and managing Generation Y has emerged as one of the biggest issues facing employers today. So in 2006 Mark McCrindle of McCrindle Research was commissioned to conduct some groundbreaking research into Generation Y and their attitudes to work. Mark McCrindle is regarded as one of the Nation’s foremost social researchers and a leading authority on Australia’s changing generations. This whitepaper came as the result of the need for significant original research into Generation Y; both qualitative and quantitative. There is a lot written about Generation Y but much of it is mere observation or opinion. Therefore McCrindle Research surveyed Australians and benchmarked the findings of Generation Y against the older generations. This was followed up with a series of in-depth focus groups of Generation Y’s which were moderated by Mark McCrindle and assessed against ongoing research. We believe that this complimentary whitepaper will be invaluable for you in this critical endeavour, and at this time of great change.

The aim of this paper is to analyze the relationship between workplace inclusion (WI) and employee engagement (EE) and the effect of workplace diversity, managerial support and trust in leader on workplace inclusion. The study has used a survey to collect data from employees working in the private telecom companies in India, using a structured questionnaire (n=383) of National Capital Region (NCR), India. To identify the factors which determine workplace inclusion and employee engagement multiple regression model has been used and further, Karl Pearson correlation has been used to establish the correlation between variables.This paper found three factors which determined workplace inclusion: workforce diversity; managerial support, and trust in leader. The results point out that the workforce diversity has a significant positive relationship with workplace inclusion (β= 0.20, p<0.05), managerial support on workplace inclusion (β= 0.18, p<0.05), trust in the leader on workplace inclusion (β= 0.28, p<0.05). Similarly, there is also positive and significant effect of trust in leader on workplace inclusion (β= 0.17, p<0.05) and finally, workplace inclusion also effects positively and significantly on employee engagement (β= 0.29, p<0.05). Study on inclusive work place and employee engagement is critical as it provides an understanding that how organizations can encourage and facilitate the full participation of employees. This study also provides practical interventions for human resource development professionals to assist individuals and organisations towards increasing more workplace inclusion and more employee engagement.

Some recent observers noticed that employee productivity nearly on all kind of organizations is diminishing on a day-today basis, particularly in the field of education. The researchers found a number of factors that affected the productivity of employees. One of the major factor contributing to the productivity of employees is workplace conflicts. Therefore, the main goal of this study was to examine the workplace conflicts and its effect on the employee productivity. This research also examined a mediating role of workplace politics between the workplace conflicts and employee productivity among the members of the faculty of general public universities of Rural Sindh. Stratified sampling technique was used to collect the data from concerned population by using structured questionnaire. To achieve the goals of study different statistical techniques were used by using SPSS. Reliability test was used to check the data reliability. Furthermore, regression analysis was used to investigate the relationship between workplace conflicts and employee productivity. The finding of this test showed that the relationship between workplace conflicts and employee productivity is negative. For regression analysis, macro process tool was used to investigate that whether workplace politics mediates the relationship between workplace conflicts and employee productivity. The finding of this test showed that workplace politics significantly mediates the relationship between workplace conflicts and employee productivity.

The paper presents a conceptual framework charting the agency of diversity managers in organizational change. Evaluating and critiquing the contemporary models of organizational change management, we identify three concepts, which are situatedness, relationality, and praxis, for understanding the diversity managers’ agency in the organizational change process. Each orienting concept is explored in the context of current diversity management literature and their combined explanatory power is discussed.

It is really a huge challenge to understand the psychology of workforce, retain the best talents of the industry, motivate them to perform better and handle diversity while maintaining unity simultaneously. Globalization has resulted in many positive developments but it has left many concerns for HR managers. In today's business environment, it's not enough for HR professionals to simply react to change. HR must be quick enough to lead the change. The study is about the challenges and trends that the HRM profession currently faces and might face in the future and the resulting changing roles and competencies required of HRM practitioners

This Toolkit provides strategies for implementing five key steps to expatriate success:

1. Conduct an expatriate audit;
2. Conduct a cultural diversity audit;
3. Refine expatriate selection procedures;
4. Provide cross-cultural training; and
5. Provide repatriation assistance

This Toolkit also includes a series of briefing notes, which comprise supplementary reading material related to the key steps.

The research investigated women’s participation in the Australian Digital Content Industry, which encompasses both multimedia and games production. The Digital Content Industry is an area of growing economic and social significance, both in Australia and internationally. Women are under-represented in core Digital Content Industry work but there has been little theoretical or empirical investigation of the underlying issues. This research identified a range of influences on women’s participation and provides a better understanding of this complex social phenomenon by proposing that influences should be understood from the perspective of agent-driven mechanisms. The key contribution is a new theory - the Acts of Agency Theory - which was used to discuss the phenomenon and issues underpinning women’s participation and to recommend strategies that should foster greater participation of women in the Digital Content Industry.

This study investigates how a composer negotiates the transition from previous solo working practices into an interdisciplinary setting, through the creation of four original works of musical theatre. Experiences of composing within three contrasting collaborative models are considered within a framework of socio-psychological, organisational and creative collaboration theory, and cross-referenced with interview evidence from contemporary musical theatre composers. A five-stage process in the development of a collaborative musical theatre project is presented, illustrating key factors influencing each phase.

The musical theatre environment is shown to be an ideal setting for both research into collaborative creativity, and the nurturing of collaborative skill. By consciously exploiting diversity as a resource, the composer can both enrich their compositional practice and learn to collaborate more effectively. Auto-ethnographic research can further enhance this development, with the mental act of self-observation fostering a sense of self-awareness that promotes innovative approaches to the compositional process. The role of composer-researcher demands a flexibility of thought and approach that supports the duality required to effectively shift between collaborative and solo contexts, and the microcosm and macrocosm of the show.

Resumo Este trabalho apresenta uma breve evolução das políticas de gestão da diversidade no Brasil e nos Estados Unidos e investiga, na sequência, de que maneira o assunto tem sido abordado, a partir de levantamento e análise de artigos publicados entre 2010 e 2015 nas principais revistas (Qualis A1 e A2) da área. Foram avaliados textos que tratam da presença de mulheres, negros, LGBT (Lésbicas, Gays, Bissexuais e Transgêneros) e pessoas com deficiência nas empresas. Os artigos foram catalogados e divididos em seis categorias, as quais são descritas e analisadas. Percebeu-se a predominância da produção norte-americana, e a questão de gênero – sobretudo na composição do quadro executivo das empresas – como assunto mais discutido. Além disso, confirmou-se a tendência a associar a diversidade no trabalho a resultados, havendo pouco espaço para uma reflexão crítica acerca destas políticas. Por fim, destaca-se o baixo retorno nas buscas em publicações brasileiras, o que pode ser explicado pela falta de tradição do país em pesquisa científica e pelo fato de a questão das políticas de diversidade no ambiente do trabalho ser algo discutido há menos tempo no Brasil. Palavras-chave: diversidade, gênero, etnia, pessoas LGBT, pessoas com deficiência.

Differentiating employees pay on factors unrelated to performance and merit such as of race, gender, age, ethnicity, religion or color has been widely regarded as an unfair and unethical organizational practice. The purpose of this research is to investigate the issue of wage discrimination and its effects on work-related outcomes (i.e. job satisfaction, organizational commitment and turnover intention.). Adams equity theory, organizational justice theory and the relative deprivation theory were reviewed as the theoretical perspective of this study. A survey-based descriptive research design was employed for the study, and data were collected via questionnaire from employees operating in North Cyprus region of Lefkosia and Girne through a convenience sampling technique. Pearson correlation and regression analysis were employed to analyze the data with the aid of SPSS program. The findings of the study revealed that the perception of wage discrimination among employees in North Cyprus is high. The results also indicate that wage discrimination decreases employee's job satisfaction and organizational commitment. However, wage discrimination was not found to lead to employee turnover intention. This is perhaps because of the low job opportunities in North Cyprus. The implications of the findings of this research recommend that organizations should ensure that employees are fairly and consistently rewarded based on performance and merit without bias in order to create a positive work environment. This will improve their morale and attitude towards the achievement of organizational goal. In conclusion, this study contributes to the still small research field around the topic of wage discrimination and job outcomes in the context of North Cyprus.

The purpose of the study is to examine various organizational factors that influence diversity in the workplace. The factors incorporate organizational policies, management practices, and perceived inequity. The current paper is a conceptual paper solely based on literature review. The findings are reliable with consideration view of these organizational variables to be the factual obstacles in employing and heading workplace diversity issue on. The current study throws light on the significance of managing workplace diversity.

Interaction among the people from diverse backgrounds would be at greater level to meet the requirements of globalization in the present scenario. No employee across globe want to live and work in an insular environment, instead that would like to be part of a worldwide economy, so that they can contribute more to the global framework. Due to this, organizations (profit & non-profit) have to become more diversified from all possible dimensions, especially diversity in workforce to remain competitive in the business world. In the process of remaining competitive, management should maximize and capitalize the diversity in workforce of their own. Hence, the managers of the present and future should know how to recognize the strategies involving in organizational changes and development which will accommodate a multicultural environment to retain and attract the employees to achieve the common goal of any organization, i.e. profit maximization through better employee performance on the macro level, diversity is competitive advantage for any organization.Present paper, based on empiricalstudy aims to explore the effects of workforce diversity in terms of gender on performance of the employees' in food processing industry employees in Kerala. The descriptive study surveyed 230 respondents through convenience sampling technique and has the sampling adequacy of 0.771 (KMO Test's) and Bartlett's sphericity test (p = 0.000). Data was analysed through ANOVA, Correlation and regression analysis. The findings of the study has disclosed that diversity in terms of gender includes a vital contribution to predict the performance of the employees'. Further, this study has well-tried that Gender Diversity and performance of the employee's differ across gender, age group, and work experience. The study significantly contributes towards advancements for gender diversity and its effects on employees' performance in an organization. Once the organization is certain regarding distinctiveness among the gender diversity of the workforce, they will succeed and reduce conflicts, focus on high utilization of human at work, make sure the person-organization fit, person-job fit and person-group fit which is able to improve the performance of the workers in a company. The outcome of such gender diversity is more productivity, high satisfaction and engaged employees.

Resumo A presença da diversidade no ambiente de trabalho emerge hoje em dia como um tema de interesse do mundo corporativo. O objetivo deste artigo é apresentar um breve histórico destas discussões, apontando a gênese deste debate nas reivindicações sociais de grupos minorizados que tomaram as ruas, sobretudo, embora não exclusivamente, dos Estados Unidos e Europa, nos anos 1960. Serão apresentados alguns modelos de diversidade, os principais benefícios para as organizações e as críticas mais recorrentes às políticas de valorização das diferenças no trabalho. Deste modo, procura-se aproximar dos profissionais e pesquisadores do campo da comunicação um debate que acontece já há algum tempo em outras áreas do conhecimento.

This paper aimed to analyze the relationship of Nepal's commercial banks between workforce diversity and employee performance. The diversity of the workforce involves gender, age, education, and ethnic diversity. The survey was performed via the distribution of a set of structured questionnaires. This study obtained and used 70.25 percent of useful questionnaires from four commercial banks of Nepal. A multiregression model was used. The research results showed that gender diversity and employee performance had a significant positive relationship. It implies that most of the employees accepted that when it comes to hiring different sexes in the organization, the organization should not discriminate and there is an equal opportunity for women to improve their careers. Employees of various ages are employed by Nepalese banks. The employees, however, said that as this increases their efficiency, they feel secure working with either older or younger employees of different ages. Hence, the good predictors of employee success in Nepal are gender diversity and age diversity. However, the results showed that there is no impact of education and ethnic diversity on the performance of employees. Companies, therefore, need to pay more attention to diversity management in their companies so that they can increase their employee performance, which eventually facilitates the achievement of organizational goals.

Purpose Inclusion is of critical importance to creating healthier workplaces, if the ongoing dynamic of workforce diversity is taken for granted. The purpose of this paper is to designate the role of spiritual leadership in fostering more humane and inclusive workplaces. Design/methodology/approach The authors review the extant literature on two distinct research streams, inclusion and inclusive leadership, and spiritual leadership, elaborate a mediation model, identify antecedents and outcomes, and articulate a set of propositions reflecting key findings. Findings The authors advance a conceptual model according to which inclusive practices founded on spiritual values will mediate the positive relationship between spiritual leadership and a climate for inclusion. They argue that calling and membership as components of spiritual wellbeing will reinforce employees’ experience of both uniqueness and belongingness, thus affecting their perceptions of inclusion and inducing multi-level ...

Most sociological research on racial discrimination has had an “inter-racial” focus. That is, researchers have been principally concerned with the disparate treatment that people of color receive relative to Whites in different social contexts. However, recent theoretical work emerging from legal studies sug- gests that an alternative conception of “intra-racial” discrimination exists that extends beyond colorism. This theory of intra-racial discrimination stipulates that many organizations in the “post-racial” era desire some measure of racial diversity. Yet, in their efforts to achieve this racial diversity they screen people of color based on their degree of racial salience. Whether a given person of color is hired, promoted, or in the case of college admissions, accepted, is a function of whether or not Whites within the organization consider them racially palatable, or not overly concerned with race. This creates an incentive for people of color to work their identity to allay any concerns among Whites that they may be too racially salient. In this paper I critically review this work and attempt to further buttress its claims by highlighting how this process has clear historical precedent. I conclude by showing how the audit method can be used to empirically examine this practice contemporarily.

This article presents a model of Cultural Competence for Equity and Inclusion (CCEI) defined as the ability to live and work effectively in culturally diverse environments and enact a commitment to equity and inclusion. Going beyond traditional approaches to cultural competence that tend to focus solely on self-awareness, the appreciation of cultural differences and interpersonal skills, this model integrates an intersectional perspective and social justice concepts-issues of power, privilege, oppression, and systemic change. The CCEI framework identifies a range of awareness, knowledge, and skills that allow people to develop the capacities to constructively engage with people from a variety of socio-cultural identities and create equitable and inclusive relationships and institutions. I describe each of the five interrelated core competencies along with some key components of each core competency. Examples of role and context specific competencies are also discussed. I suggest a variety of ways this framework can be utilized.

The challenges of HR managers today is to recognise talent and nurture the same carefully and achieve significant productivity gains over a period of time. The enterprise is nothing but people. The role of HR manager is shifting from a protector and screener to the planner and change agent. In present day competitive worlds, highly trained and committed employees are often a firm's best bet. In this research paper i will be discuss about the challenges faced by the organizations and HR professionals. HR professionals can help an organization select and train employees for emerging roles. Only people who are involved and intelligent can make a difference. In future, the principal issues will be how the HRM function can transform its outlook from a traditional to a modern one. Increasing globalization and technological revolution have been identified as two primary factors that create a new competitive landscape.